St. Norbert College Digital Commons @ St. Norbert College Works by Masters of Business Administration Students e Donald J. Schneider School of Business & Economics 5-14-2017 Retaining Professional Female Millennials rough Mentoring Emily Schue St. Norbert College, [email protected]Follow this and additional works at: hp://digitalcommons.snc.edu/mba_studentwork Part of the Business Administration, Management, and Operations Commons is Article is brought to you for free and open access by the e Donald J. Schneider School of Business & Economics at Digital Commons @ St. Norbert College. It has been accepted for inclusion in Works by Masters of Business Administration Students by an authorized administrator of Digital Commons @ St. Norbert College. For more information, please contact [email protected]. Recommended Citation Schue, Emily, "Retaining Professional Female Millennials rough Mentoring" (2017). Works by Masters of Business Administration Students. 1. hp://digitalcommons.snc.edu/mba_studentwork/1
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St. Norbert CollegeDigital Commons @ St. Norbert CollegeWorks by Masters of Business AdministrationStudents
The Donald J. Schneider School of Business &Economics
5-14-2017
Retaining Professional Female Millennials ThroughMentoringEmily SchutteSt. Norbert College, [email protected]
Follow this and additional works at: http://digitalcommons.snc.edu/mba_studentwork
Part of the Business Administration, Management, and Operations Commons
This Article is brought to you for free and open access by the The Donald J. Schneider School of Business & Economics at Digital Commons @ St.Norbert College. It has been accepted for inclusion in Works by Masters of Business Administration Students by an authorized administrator of DigitalCommons @ St. Norbert College. For more information, please contact [email protected].
Recommended CitationSchutte, Emily, "Retaining Professional Female Millennials Through Mentoring" (2017). Works by Masters of Business AdministrationStudents. 1.http://digitalcommons.snc.edu/mba_studentwork/1
Retaining Professional Female Millennials Through Mentoring
Emily Rae Schutte
MBA Graduate, Spring 2017
St. Norbert College in De Pere, WI
May 14, 2017
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Summary
“The female millennial represents a new era of talent. This talent population is not only entering a workforce that looks different to the workforce her mother and grandmother may, or may not, have entered – she is entering it with a different career mindset. She is more highly educated, more confident and more career ambitious than any of her previous generations” (Flood, 2015).
Organizational leaders seek educated, confident and ambitious employees. Therefore, the
above description begs the question: How can one attract and retain such valuable talent?
Female professionals born between 1980 and 2000 are considered the Millennial Generation.
Organizations that wish to attract and retain these women should facilitate effective mentoring
relationships, since mentoring is proven to positively impact the careers of both millennials and women
in the workplace (Leck & Orser, 2013; Tschantz, 2016).
A review of retention literature reveals a number of strategies that have been proven to keep
good employees at a company for the maximum amount of time. Narrowing existing research by gender
and generation further reveals this key retention strategy. The paper will conclude with a call to action
for organizational leaders, followed by suggestions for future study.
Employee Retention as a Key Organizational Concern
“Securing and retaining skilled employees plays an important role for any organization, because employees’ knowledge and skills are central to companies’ ability to be economically competitive” (Das & Baruah, 2013).
Numerous studies have proven that employee retention is key to company success (Hlanganipai
& Mazanai, 2014; Sri, Krishna, & Farmanulla, 2016). Retention is defined as “keeping employees for the
maximum amount of time” and most firms aim to reduce voluntary turnover – especially among
valuable employees (Inda, 2016; Sri, Krishna, & Farmanulla, 2016). A popular article on LinkedIn notes
that people are an “appreciating asset” who become more productive as time passes (Bersin, 2013), and
a recent study notes that new recruits that display long-term potential are especially critical to retain
(Sri, Krishna, & Farmanulla, 2016). Personnel stability plays a major role in company success, since better
retention rates lead to better overall performance (George, 2015).
But people voluntarily leave their jobs for a variety of reasons, including general dissatisfaction,
lack of appreciation and support, stress, poor compensation, role mismatch, unpleasant work
Krishna, & Farmanulla, 2016). The Bureau of Labor Statistics lists the total cost of turnover at $25 billion
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a year in the United States (Davis, 2013). The cost of replacing an employee who voluntarily left the
organization exceeds 100% of the salary of the vacated position (Bryant & Allen, 2013). These costs
include human resource expenses such as advertising, interviewing, screening, and hiring new talent,
and then onboarding and training the new employee. Before the new person is fully trained, the
company also suffers a loss in productivity, since current employees must cover the workload. The new
employee may make errors as they adjust to his or her job, which is an expense for the employer.
Existing employee engagement, morale, and culture can suffer when there is a high turnover rate, since
remaining employees may question whether the organization is a good place to work. This distraction
also affects productivity, which further costs the organization money (Bersin, 2013). Turnover also leads
to the loss of internal secrets and knowledge, which can hurt a company’s competitiveness (Surbakti &
Taa, 2016).
In reviewing the existing research about employee retention, two related topics made a
repeated appearance: job satisfaction and organizational commitment. Both are positively correlated
with high retention rates.
Employees with a high level of job satisfaction are more invested in their roles and less likely to
leave an organization. As job satisfaction increases, an employee’s intention to leave the company
decreases (Javed, Balouch, & Hassan, 2014). These employees are more productive, motivated, and
loyal – all key components to a successful workforce (Tschantz, 2016). Organizational commitment is
defined as the emotional attachment one has to a workplace (Mahoney, 2015). Similar to job
satisfaction, if a company invokes high levels of organizational commitment among its team members, it
will retain those employees for a longer period of time.
Therefore, since the long-term health and success of the organization depend on keeping key
employees (Das & Baruah, 2013), a large body of research is dedicated to exploring the human
resources initiatives, leadership strategies, and cultural programs that positively increase employee
retention for organizations. The next section will summarize the major strategies that affect professional
worker retention.
Employee Retention Strategies: What Works?
“Managers [have a] responsibility to properly recognize and apply motivational variables that can manipulate employees to stay in an organization.” (Surbakti & Taa, 2016).
Studies that examine employee retention all seek to answer the question: What works?
Variables such as the type of profession, the state of the economy, and industry type can derail even the
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best-intentioned retention plans. Still, in reviewing the literature, seven themes emerged as company-
controllable actions that will likely keep employees for the maximum amount of time.
1) Compensation, Rewards, and Benefits
Financial stability is a universal human concern. Many workplace retention studies point to
compensation, rewards, and benefits as central motivators for long-term workers (Bersin, 2013; Bryant
Walker, 2015). Mentors can empower female mentees to ask for promotions and raises, since one
reason women are paid less than men is that they are less likely to ask for more money and
responsibility (Ellemers, 2014; Walker, 2015). In studying women in executive positions, it has been
found that mentoring is key to career development and indispensable for women in power (Dougherty,
et al., 2013; Leck & Orser, 2013; Teo, Lord, & Nowak, 2013). In fact, studies have shown that mentoring
is more crucial for women to receive then men (Leck & Orser, 2013). Women tend to need more
professional validation then men, which is another reason mentoring is more important for their careers
than for their male counterparts (Bickel, 2014).
Female-female mentoring relationships are more effective, since women can relate better to
other women (Leck & Orser, 2013). But there are more men in a position to mentor (executive
leadership positions) than women. In addition, young men can more easily attract a career sponsor who
can say, “I see myself in you” because men trust male mentees more (Bickel, 2014). In a mentoring
relationship, trust is imperative. It takes time to build a trusting relationship, and sometimes the
traditional social activities (e.g. getting a drink after work) may not be conducive to a woman with a
family at home. Another issue is that some women do not want to appear sexual or aggressive in
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approaching a man to mentor her. In addition, men in leadership may be uncomfortable mentoring
young women because they could be accused of sexual motives or impropriety (Leck & Orser, 2013).
To fix this problem, male mentors can receive training to help them overcome their bias and
offer an “individualized balance of support and challenge” to all mentees, not just those who are male
and therefore, more “relatable” (Bickel, 2014). Even more importantly, female leaders should be
encouraged and trained to mentor junior women in their organizations.
Summary: Supporting Female Employees
Overall, female managers sustain their careers through networking, mentoring (especially with
mentors that provide direction and build their confidence), and professional development opportunities
(Teo, Lord, & Nowak, 2013). Organizations that wish to retain a gender-diverse workforce should focus
on effective work-life balance policies, support creative career paths, and provide access to effective
mentors.
Next, the particular characteristics of the millennial generation will be explored.
Millennial Workers’ Traits and Needs
“Researchers have argued that the unique attributes of generation cohorts have implications for the management of employee behaviors, attitudes, performance and communication patterns” (Ahmed, et al., 2013).
The Millennial Generation, also known as Generation Y, is typically defined as those born
between 1980 and 2000. They started entering the workforce in 1998 and will make up half the global
workforce by 2020 (Simmons, 2016; Todorovic & Pavicevic, 2016). Since they are such a large group, the
millennial generation will make a significant impact on tomorrow’s workplace. It is also vital for
organizations to attract and retain workers in this generation because as older workers retire, they will
need to be replaced by younger, well-trained employees (Nambiyar, 2014). Yet the Bureau of Labor
Statistics reports that millennial workers stay with their job for an average of three years or less
(Campione, 2015). This poses a significant problem for organizations that wish to retain employees for
the long-term. This section will briefly explore characteristics commonly associated with Generation Y.
Distinguishing Millennial Workplace Traits
Younger workers are tech-savvy and have a strong sense of morality. They are accustomed to
adult support, openness and transparency, as well as working on a team (Ahmed, et al., 2013).
Millennials participated in many extra-curricular throughout their formative years and received
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constant, positive reinforcement from authority figures (Mahoney, 2015). This contributes to many
positive traits associated with this cohort: collaborative, confident, and high self-esteem (Ahmed, et al.,
2013; Brown, Thomas, & Bosselman, 2015; Tolbize, 2008). But on the flip side, this upbringing has
created less-flattering characteristics such as entitlement, high maintenance, and performance anxiety
(Mahoney, 2015; Spencer & Muchnick, 2015).
Millennials’ parents, known as the “Baby Boomer” generation, valued long hours and “paying
ones’ dues” in the workplace. Millennials saw the negative side effects of this approach, such as high
divorce rates and work-life balance conflicts, and tend to push back against traditional workplace norms
(Campione, 2015). Millennials are generally not willing to sacrifice their home and personal priorities for
their careers (Nambiyar, 2014; Todorovic & Pavicevic, 2016; Tolbize, 2008). In addition, because they
were brought up believe they could be or do anything, millennials are not afraid to question authority
(Nambiyar, 2014; Tolbize, 2008). Some have interpreted these two millennial values as showing a lack of
respect and work ethic, but it’s been shown that millennials are more results-oriented while older
generations tend to be more process-oriented (Tolbize, 2008; Tschantz, 2016). In other words,
millennials still appreciate the value of hard work but are confident enough to take a different approach
to achieve results, even if that means questioning authority figures or disrupting the traditional process.
It is important to note that frequent job hopping is not a trait that will necessarily stick with the
millennial generation long-term. Researchers point out that many millennial traits are common
characteristics of young people and eventually will be outgrown, such as inexperience, lack of loyalty,
narcissistic, and unrealistic expectations regarding work and careers (Burns, 2013; Campione, 2015;
Tolbize, 2008). As millennials grow up and take on more responsibilities of the American Dream such as
owning a home and starting a family, they are more likely to lengthen their job tenures. Other traits are
likely to stay with this cohort, so leaders would be prudent to make adjustments (Campione, 2015;
Thompson & Gregory, 2012). These characteristics and how they can translate into workplace retention
strategies will be explored next.
Keeping Millennials on the Team
“Retaining millennials is necessary to maintain a competitive advantage and to sustain or improve relevance in an industry” (Simmons, 2016).
Generationally diverse teams have been proven to produce better results (Nambiyar, 2014).
Many researchers recommend that organizations take generational traits into consideration when
designing retention strategies (Festing & Schafer, 2014; Tolbize, 2008). At the very least, managers need
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to understand and address generational differences, since they affect their ability to attract, motivate,
and retain a team (Festing & Schafer, 2014; Nambiyar, 2014).
Studies have shown that young people have a higher “intent to leave” sentiment than those
who are older or more established in their careers (Hayes, 2015; Mahoney, 2015). In particular,
millennials have not experienced much loyalty from their employers, so do not feel that their devotion
has been earned (Mahoney, 2015). They are also faster to leave an organization if they are dissatisfied
(Tschantz, 2016).
With so much to gain yet so much to lose, organizations need to adapt to this latest generation’s
entry into the workforce. There are a number of retention strategies that particularly help companies
with this cohort. Several of these strategies have been previously discussed as best practices for overall
employee retention. However, an organization that is dedicated to attracting and keeping the millennial
generation in its ranks must pay particular attention to these tactics.
1) Manager Relationships with Employees
Millennial workers desire a close working relationship with their managers, which includes clear
expectations, encouragement, recognition, and continuous feedback (Ahmed, et al., 2013; Kilber,
Barclay, & Ohmer, 2014; Martin & Ottemann, 2016; Meister & Willyerd, 2010; Nambiyar, 2014; Ozcelik,
There are many strategies proven to attract and retain millennials in the workplace. However,
studies that point to these overreaching themes of millennial retention also caution against making
radical organizational changes in response to millennial needs. Workplace behavior does not always
adhere to generational stereotypes (Becton, Walker, & Jones-Farmer, 2014). The literature also notes
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that in many cases, millennials’ on-the-job demands are not much different than previous generations –
the difference is that they are not afraid to ask for them (Meister & Willyerd, 2010).
Next, the millennial generation will be narrowed by gender to explore the particular needs of
female millennials.
Female Millennials: An Important Subset
“The female millennial represents a new era of talent. This talent population is not only entering a workforce that looks different to the workforce her mother and grandmother may, or may not, have entered – she is entering it with a different career mindset. She is more highly educated, more confident and more career ambitious than any of her previous generations” (Flood, 2015).
Women in the millennial generation are educated, ambitious, and confident (Flood, 2015). They
are the least likely generation of women to leave a job to start a family (Flood, 2015) and the most likely
generation of women to value flexibility in the workplace (Vien, 2015). However, there are very few
studies that narrow millennial retention by gender. The few articles that cover this generational subset
of professionals note the following traits:
• 53% of millennial women desire advancement opportunities at work (Vien, 2015).
• 36% of millennial women have college degrees, while 28% of men in this cohort have college
degrees (Vien, 2015).
• Women in this generation grew up in dual income households, so acutely experienced the struggles
of maintaining a work-life balance. They desire employers who trust employees and provide
• Female millennials want bosses to invest in them and engage with them (Vien, 2015).
• Women in the millennial generation leave companies due to (ranked): low salary, lack of flexibility,
poor advancement opportunities, lack of interesting and meaningful work (Vien, 2015).
• Company reputation and image matter to women in the millennial generation (Flood, 2015).
It is evident that this generation of women is different than previous generations. The millennial
woman is also unique within her generational cohort. So how can organizations attract and retain this
important subset of workers? The next section will propose a theory.
Mentoring: The Key to Retaining Millennial Women?
“Mentoring… represents a relationship where one individual provides guidance, nurturing, and protection to another, normally less experienced individual” (Moulson, 2015).
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Women and millennials are key populations for organizations to attract and retain. It stands to
reason that retention strategies that are effective for both subsets should be activated when targeting
female millennials. Studying current research leads to the conclusion that there is one retention strategy
proven to especially assist both female professionals and those in the millennial generation: Mentoring.
Mentorship leads to better business decisions, more engagement in strategic planning efforts,
and improved business performance (Moulson, 2015; Nambiyar, 2014). Professionals who are mentored
enjoy better career support, more opportunities for advancement, a better work-life balance, more job
satisfaction, and are more committed to both their career and their company (Leck & Orser, 2013).
According to a study (Tschantz, 2016), mentoring improves workplaces by offering the four following
advantages:
1. Workplace socialization
2. Developing the next generation of managers
3. More opportunities for women and minorities
4. Attention and feedback for junior employees
Each of these are especially advantageous to women and millennials because:
1. Millennials look for fun and collaboration at work (p. 16) and women value relationship
building and connectedness in their jobs (p. 9).
2. Millennials are eager for quick advancement opportunities (p. 14) and women value career
development just as much as their male counterparts (p. 8).
3. Millennials value diversity and inclusion (p. 18) and organizations with gender diversity on their
leadership teams are more successful (p. 8).
4. Millennials require continuous feedback (p. 13) and women need more job validation then men
(p. 10).
As previously mentioned, trust is a key factor to a successful mentoring relationship. Therefore,
mentoring programs should include activities to establish and foster trust (Leck & Orser, 2013). Mentors
serve as a “sounding board” for ideas, a source of accountability, and a resource for making business
connections (Moulson, 2015). Effective mentors should avoid solving the mentee’s problems, and
receptive mentees need to be prepared, not overly dependent, and take responsibility for achieving
goals (Ukeni, 2016).
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However, there are several challenges organizations face in their goal to achieve successful
mentoring relationships.
First, there is a general lack of female support (women mentoring other women) in today’s
workplace (Ransom, 2013). This can be attributed to the “queen bee” effect, which was covered in a
previous section. There is also a dearth of female leaders in U.S. companies, and gender-matched
mentoring relationships are generally easier to develop. This challenge is not easily solved. Corporate
culture needs to shift so it can better meet the needs of female talent, so older female leaders do not
feel threatened by millennial female workers – and women, in general, need to be better supported.
Another challenge is that men are usually more comfortable mentoring other men, which leaves
women at a disadvantage. To empower men to mentor millennial female employees, organizations can
train their male leaders to understand the disproportionate challenges that women face. Mentoring also
needs to be a more widely recognized form of retention efforts, so that there is less of a stigma
surrounding the relationships between mentors and mentees.
Conclusion
It is evident that companies need to value employee retention and strive to maximize job
satisfaction and organizational loyalty. Numerous studies have revealed many effective strategies for
employee retention. Half of the American workforce is female, but this subset faces particular needs and
challenges at work. There are additional efforts that organizations can make to accommodate and retain
women in the workplace. Millennials will rule the working world by 2020 and have unique
characteristics and needs that must be met for optimal retention. Companies should adjust and adapt
their cultures and policies to meet millennials’ high expectations. Finally, female millennials are a
dynamic group that requires particular attention. Mentoring is an important way that organizations can
develop these workers into productive, loyal employees.
Today’s young, professional woman is tomorrow’s senior leader. Organizations need to cultivate
young female talent through mentoring efforts in order to maximize long-term viability.
What’s Next?
To prove that effective mentoring helps companies retain female millennial talent, a full study
should be conducted.
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